Convergence and Divergence in Asian Human Resource Management

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How researchers see this paper

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Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study (2007, background): “This research not only aims at shedding light on the determinants of high-performance HRM practices in the overseas affiliates of MNCs; it also contributes to the long-standing debate in the international HRM area on factors impacting on the proposed process of global convergence of HRM practices (R”
Convergence-divergence of HRM in the Asia-Pacific: context-specific analysis and future research agenda (2016, background): “Research along such themes is known to highlight the context-specific nature of the HRM function and also contribute to the development of relevant policies and practices and theories of HRM (Warner, 2000; Rowley & Benson, 2000; 2004; Budhwar & Debrah, 2009; Rowley & Poon, 2010).”
The transferability of management practices: Examining cross-national differences in reward preferences (2007, background): “It has been suggested that certain practices may be more culture-bound (versus culture-free) than others (Rowley & Benson, 2002).”
Opening the black box of the relationship between HRM practices and firm performance: A comparison of MNE subsidiaries in the USA, Finland, and Russia (2009, methodology): “In this paper we use cultural and institutional approaches to develop our hypotheses by explaining why differences between countries lead to different HRM practices being more effective in various countries (Rowley & Benson, 2002).”